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    • Government Performance December 7 – 11, 2009 Management Week Arlington, VA Government Performance Management Week Receive up to 30 CPE Credits Featuring Four Interactive Core Courses: COURSE 1: COURSE 2: COURSE 3 (OPTION 1): COURSE 3 (OPTION 2): Strategic Planning Performance Measurement Performance-Based Budgeting Performance Data Assessment Create clearly Learn how to use Implement budget- defined end outcome organizational goals performance integration Develop a plan for goals and develop and objectives to to ensure resources assessing the reliability of strategies to meet develop appropriate are being used and performance data reported organizational objectives performance measures allocated effectively by your agency www.PerformanceInstitute.org/GPMweek www.PerformanceInstitute.org/GPMweek
    • Government Performance Management Week COURSE 1: STRATEGIC PLANNING Who December 7, 2009 Should Attend 8:30 Conference Registration and Continental Breakfast • Directors of Strategic 9:00 Planning Step 1: Connect Strategic Planning and Organizational Results • Program Managers • Discover why traditional strategic planning processes often fall short of delivering results • Program Analysts • Identify the characteristics and requirements of successful strategic plans, planning processes and implementation • Budget Officers • Receive updates on the latest government performance mandates • Performance Analysts Step 2: Identify the Seven Strategic Elements of Results Oriented Agencies Reasons • Establish clear linkages to provide a visible chain of evidence to current agency value • Measure the importance and relative impact of agency strategies to Attend • Clearly communicate agency priorities and goals to all stakeholders 12:00 1. Learn how to use the Lunch Break performance measures your organization has generated 2. Discover how to ensure strategic initiatives stay on track “ To help build a new foundation for 3. Align your program mission the 21st century, we need to reform our and performance measures for greater results government so that it is more efficient, more 4. Examine which programs transparent and more creative. That will are the best use of demand new thinking and a new sense of agency resources responsibility for every dollar that is spent.” 5. Overcome challenges in performance-based PRESIDENT BARACK OBAMA budgeting www.PerformanceInstitute.org/GPMweek
    • Government Performance Management Week COURSE 1: STRATEGIC PLANNING December 7, 2009, CONTINUED December 8, 2009 1:00 8:30 Continental Breakfast Step 3: Evaluate Strategy and Assess Stakeholder Involvement 9:00 • Conduct a SWOT analysis to analyze internal and external factors Step 5: Implement and Manage Strategic Plans: • Solicit stakeholder input for your strategic planning process Best Practices in Government Strategic Planning • Identify all parties impacted by adopting new strategies and • Conduct an organizational readiness assessment to target define a way to engage stakeholders barriers to change • Define role for and appoint an external performance advisory panel Step 4: Conduct the Strategic Planning Process • Appoint initiative owners to keep strategic initiatives on track • Develop results-oriented strategies to achieve departmental outcomes 12:00 • Develop statute-based mission statements and customer Lunch Break focused values • Assess internal & external factors affecting agency’s delivery of outcome 4:00 Day One Adjourns www.PerformanceInstitute.org/GPMweek
    • Government Performance Management Week COURSE 2: PERFORMANCE MEASUREMENT December 8, 2009, CONTINUED December 9, 2009 12:30 8:30 Conference Registration Continental Breakfast 9:00 1:00 Step 3: Understand Logic Models Step 1: Measure Performance for Results • Define the relationship between outcomes, measures, activities, • Understand why you should measure performance in outputs and inputs your agency • Develop a framework and a process for planning, management • Implement the four criteria of effective performance and evaluation measurements systems • Provide a structure for understanding the situation that drives the • Illustrate the linkages between daily activities and outcomes need for an initiative Step 2: Identify Characteristics of Effective Step 4: Identify Outcomes and Intermediate Outcomes Performance Management Systems • Develop end outcomes that are grounded in mission and statute • Understand the 8 critical success factors for effective and that assess progress toward strategic goals performance management systems • Measure only the things you can count rather than things that • Increase data availability and make sure the data is are strategically important readily accessible • Use the SMART framework to develop effective outcomes • Manage and Analyze data in a uniform and consistent manner 12:00 Lunch Break 4:00 Day Two Adjourns 1:00 Step 5: Develop Measures and Metrics • Create meaningful measures useful for decision makers and other stakeholders • Develop clear measures that tells your departments story • Create relevant measures that do not become obsolete too early “ The instructors are very Step 6: Narrow Casting and Targeting knowledgeable.” • Set targets for your chosen measures DAPHNE THORNTON, • Establish desired results within a specific timeframe MANAGEMENT AND PROGRAM ANALYST, FEMA • Understand the four attributes of a quality target Step 7: Manage through Measures • Use measures to manage and motivate employees • Manage your budget based on performance measures • Develop performance-based statements of works to manage contracts 4:00 Day Three Adjourns www.PerformanceInstitute.org/GPMweek
    • Government Performance Management Week COURSE 3: PERFORMANCE-BASED BUDGETING (OPTION 1) December 10, 2009 December 11, 2009 8:30 8:30 Conference Registration and Continental Breakfast Continental Breakfast 9:00 9:00 Performance-Based Budgeting: Formulate, Justify Align Resource Consumption With Agency Goals and Execute and Objectives • Learn the key components to formulate, justify and execute your • Analyze your program’s mission and identify duplicative performance-based budget programs that are a misuse of resources • Identify the characteristics of results-oriented justification • Evaluate budgetary alignment with program goals as outlined in • Learn how to do more with less during times of the strategic plan financial constraint • Improve the dialogue between the resource requestor (your agency) and the resource appropriator (Congress) State of Practice in Performance Budgeting: 12:00 Evaluating the Different Types of Performance- Lunch Break Based Budgets • Understand the different ways that you can present performance 1:00 information in a budget: Track, Monitor and Evaluate Program Spending • Example 1: Traditional Activity-Based Budgets • Examine where your budgetary resources are going • Example 2: Strategic Plan Summary with Traditional Activity- • Monitor your program spending to see if your resources are Based Budget being used effectively • Example 3: Cross-Walking Between Budget and Performance Plan • Justify program spending by showing how your resources are • Example 4: Integration of Performance Plan and Budget contributing to the mission of your agency • Example 5: Forecasting Performance for Different Budget Levels Overcome the Challenges of Implementing a 12:00 Performance-Based Budget Lunch Break • Discover why performance-based budgets are sometimes hard 1:00 to execute Create a Performance-Based Budget: A Seven-Step • Learn strategies to overcome barriers in performance budgeting Process to Integrate Performance and • Examine ways to hold multiple actors accountable for jointly Budget Information produced results Step 1: Develop/Align to Strategic Plan (Mission, 4:00 Outcomes, Strategies) Conference Adjourns Step 2: Determine Outputs (By Program) for Each Strategy Step 3: Define Activities to Deliver Outputs Step 4: Calculate Full Costs (Direct/Indirect for Each Output) Step 5: Identify Cost Efficiency Improvements Step 6: Set Performance Targets (Revise after Budget Finalization) Step 7: Presentation of the Budget Justification 4:00 www.PerformanceInstitute.org/GPMweek Day Four Adjourns
    • Government Performance Management Week COURSE 3: PERFORMANCE DATA ASSESSMENT (OPTION 2) December 10, 2009 December 11, 2009 8:30 8:30 Conference Registration and Continental Breakfast Continental Breakfast 9:00 9:00 Introduction: The Importance of Accurate Assess Source Documentation for Your Measures Performance Data • Develop criteria for testing source documents • Learn the importance of reliable performance data to all • Identify the population and choose a sample of measures to test government organizations • Examine how all governments throughout the country are testing Determine the Assessment Category for the reliability of their performance data the Measure • Determine if the measure results are acceptable or unacceptable Plan a Data Reliability Review • Develop an action plan for measures that are categorized • Define objectives, scope, and methods for performing a program as unacceptable review related to assessing the quality of performance data • Develop a program to assess the reliability of performance data Report the Results of Your Assessment • Develop findings and recommendations and draft a report of Design Performance Measure Definitions That are your reliability assessment results for agency management Clear, Specific and Not Open to Interpretation • Learn the importance of having accurate performance 12:00 measure definitions Conference Adjourns • Ensure that measure definitions include the data source and calculation methodology • Determine if an agency follows its measure definition 12:00 Lunch Break 1:00 Assess Summary Documentation for Your Measures • Identify various types of summary data “ The instructors know the • Recreate the numbers reported to the agency’s performance measurement database subject matter. They are experts in • Identify inaccurate performance data the field.” Assess Performance Measure Controls MONICA LEONARD , • Identify input, process, and review controls PUBLIC HEALTH ADVISOR , CENTERS FOR DISEASE • Develop a high-level flowchart to determine whether sufficient CONTROL AND PREVENTION measure controls exist 4:00 Day Four Adjourns www.PerformanceInstitute.org/GPMweek
    • Government Performance Management Week Trainer Biographies Jon Desenberg, Policy Director for The Performance Wayne K. Simpson, founder of Advanced Ideas in He has written articles and book reviews for Management and Human Capital Management Government, is nationally recognized for his expertise periodicals such as The Government Accountants Divisions at The Performance Institute, is responsible in Activity Based Costing – Management. He was Journal and Government Finance Review. for developing, structuring and implementing the former Activity Based Costing Coordinator for the He is regularly sought out as a reference and creative solutions for our client’s organizational and City of Indianapolis. In this position, he managed, acknowledged in publications such as Coopers workforce planning needs. Jon has led engagements organized, and facilitated Activity Based Costing & and Lybrand’s Activity Based Management in in strategic, succession, and human capital planning Management efforts city-wide. This included training Government and Activity Based Management for with both private and public organizations. His of city employees on ABC principles and application Service Industries, Government Entities and Non- clients have included the US Department of Health and working with Management and Union on using profit Organizations by James Brimson and John and Human Services, the Department of Defense, the ABC information to improve operations and Antos. He has also been quoted in periodicals The US Navy and Army, The Forest Service, NASA, prepare for managed competition. and awarded special recognition describing the The Department of Commerce, The Department of Indianapolis program and its use of Activity Based Treasury, The National Institutes of Health and more A graduate of Purdue University, Mr. Simpson Costing such as American Productivity & Quality than 70 other state, local and Federal organizations. received his Bachelor of Science degree in Center’s 1997 report Activity-Based Management Jon’s international clients include the Governments Industrial Management and Accounting. He II: Best Practices for Dramatic Improvement. He of China, Spain, Italy, and British Columbia. His spent 13 years in the private sector, including 8 has conducted over 60 seminars, workshops, recent work with the Federal intelligence community years with Dow Chemical, and had been with the and presentations to numerous groups including included several briefings to the U.S. House of City of Indianapolis for the past 20 years where Executive Enterprises, Institute for International Representatives Permanent Select Committee on his last position was CFO of the Department of Research, The Conference Board, Performance Intelligence and working in an advisory capacity to Parks and Recreation. Institute, and the Government Finance Officers the House Budget Committee. Association on activity-based costing, management, Mr. Simpson had been involved in the city performance budgeting, and alternative service Jon Desenberg brings more than 19 years of public of Indianapolis’ Activity-Based Costing and delivery options. sector experience to his current position with The Management program since its beginning in Performance Institute, specifically in the fields of 1992, which in addition became the foundation Mr. Simpson belongs to the Government Financial performance management, strategic planning, and for the city’s Performance Budget also known as Officers Association (GFOA) and has served on its knowledge management. As Managing Director, the ‘Popular Budget.’ Wayne has also trained and Government Budgeting and Fiscal Policy Committee. he successfully led the United States General consulted for various federal, university, city, county, He also has been involved in the Association of Services Administration’s (GSA) Performance and state organizations on activity based costing, Governmental Accountants (AGA). He is a Certified Management program, which ultimately resulted management and budgeting. Government Financial Manager (CGFM). in aligned goals and measures cascading to all 13,000 employees. Stuart S. Grifel is Managing Partner for Intellect Government Systems, L.L.C. Intellect Government Jon Desenberg began his career as a policy Systems is focused on the development of software that enables governments to be more effective analyst and speech writer on Federal IT Issues. He and to better manage scarce resources. Prior to that he was an Audit Supervisor for Broward County, contributed to the development of the Federal CIO Florida and Audit Supervisor and Corporate Internal Auditor for the City of Austin, Texas, where one of Legislation and wrote for the Congressional Record his key responsibilities were certifying the reliability of departments’ performance measures. and other publications on Federal technology policy. He was a Policy Analyst for GSA’s Knowledge Mr. Grifel has over 25 years experience in government performance measurement, operations Management Program and co-chaired the reviews, performance auditing, and productivity improvement. Mr. Grifel co-authored the book Federal CIO Council Committee on Knowledge “Auditor Roles in Government Performance Measurement: A Guide to Exemplary Practices at the Management. Jon Desenberg was awarded with Local, State, and Provincial Levels” The Institute of Internal Auditors (2004). several commendations for his Federal Service, including the Presidential Leadership Award in 2000. Mr. Grifel is the recipient of the 2009 Harry Hatry Distinguished Performance Measurement Award from The American Society for Public Administration. The award goes annually to an individual whose Jon has authored articles in Washington Technology, teaching, education, training and consultation in performance measurement have made a significant Government Computer News, and the Washington contribution to the practice of public administration. Post. He is co-author of the textbook, Knowledge Management: A Foundation for E-Government. Mr. Grifel has an MBA from Suffolk University in Boston, and an MPA from Baruch College, City University of New York. He is also a Certified Internal Auditor and Certified Government Auditing Professional. He received a B.A. from The University of Michigan and a J.D from American University’s Washington College of Law. www.PerformanceInstitute.org/GPMweek
    • Government Performance Management Week Logistics & Registration VENUE & HOTEL REGISTRATION Government Performance Management Week will be held at The Performance Institute in Arlington, VA, just one block east of the Courthouse Metro stop on the Orange Line. 1. ONLINE at www.PerformanceInstitute.org/GPMWeek A public parking garage is located just inside of the building. 2. VIA FAX to 866-234-0680 The Performance Institute Training Center 3. VIA PHONE to 877-992-9521 1515 North Courthouse Rd., Suite 600 Arlington, VA 22201 4. VIA MAIL to 703-894-0481 The Performance Institute Headquarters A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard 805 15th Street, NW, 3rd Floor by Marriott at the prevailing rate of $223 until November 6. This rate is based on Washington, DC 20005 the Government Per Diem and is subject to change. Please call the hotel directly and reference code “Government Performance Management Week” when making reservations to get the discounted rate. The hotel is conveniently located three blocks Yes! Register me for Government Performance Management Week from the Rosslyn Metro station. Please ask the hotel about a complimentary shuttle that Yes! Register me for Strategic Planning is also available for your convenience. Yes! Register me for Performance Measurement Arlington Rosslyn Courtyard by Marriott Yes! Register me for Performance-Based Budgeting 1533 Clarendon Blvd. Yes! Register me for Performance Data Assessment Arlington, VA 22209 Please call me. I am interested in a special group discount for my team 703-528-2222 | www.CourtyardArlingtonRosslyn.com Delegate Information TUITION The tuition rate for the Government Performance Management Week is as follows: Offerings Early Bird Rate Regular Rate Name Title One Course 999.00 1199.00 Two Courses 1599.00 1799.00 Office Organization The Whole Week 1799.00 1999.00 * For the Early Bird rate, register before September 28, 2009 Address GROUP DISCOUNTS For more information on group discounts for the Government Performance Management Week, please contact Melvin Hall at 202-739-9630 or email him at Melvin.Hall@PerformanceInstitute.org City State Zip Cancellation Policy For live events: The Performance Institute will provide a full refund less $399 administration fee for cancellations four weeks before the event. If cancellation occurs within two weeks prior to conference start date, no refund will be issued. Registrants who fail to attend and do not cancel prior to the event will be charged the entire Telephone Fax registration fee. All the cancellation requests need to be made online Your confirmation email contains links to modify or cancel registrations. Please note that the cancellation is not final until you receive a written confirmation. Payment must be secured prior to the conference. If payment is not received by the conference start date, a method of Email payment must be presented at the time of registration in order to guarantee your participation at the event. Quality Assurance Payment Information The Performance Institute strives to provide you with the most productive and effective educational experience possible. If after completing the course you feel there is some way we can improve, please write your comments Training Form/Purchase Order Check (accepted by mail only) on the evaluation form provided upon your arrival. Should you feel dissatisfied with your learning experience and wish to request a credit or refund, please submit it in writing no later than 10 business days after the end of Credit Card the training to: The Performance Institute Corporate Headquarters: Quality Assurance, 805 15th Street, NW, 3rd Floor, Washington, DC 20005. Note: As speakers are confirmed six months before the event, some speaker changes or topic changes may occur in the program. The Performance Institute is not responsible for speaker changes, but will work to ensure a comparable speaker is located to participate in the program. Credit Card Number Expiration Date If for any reason The Performance Institute decides to cancel this conference, The Performance Institute accepts no responsibility for covering airfare, hotel or other costs incurred by registrants, including delegates, sponsors and guests. Discounts Name on Card 3 Digit Card verification # • All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in order to receive any discount. • Any discounts offered whether by The Performance Institute (including team discounts) must also require payment at the time of registration. • All discount offers cannot be combined with any other offer. Billing Zip Code • Discounts cannot be applied retroactively Please make checks payable to: The Performance Institute Priority Code: P711-WEB www.PerformanceInstitute.org/GPMweek